Organization evolution © ℠ concept maps

Attention directing tools

Management

Mental patterns

Larger

Larger

Larger

Larger

How many people have this on their radar
and are doing something constructive?

Management’s New Paradigm

 

AS WE ADVANCE deeper into the knowledge economy, the basic assumptions underlying much of what is taught and practiced in the name of management are hopelessly out of date.

 

The center of a modern society, economy and community is not technology.

It is not information.

It is not productivity.

The center of modern society is the managed institution.

The managed institution is society’s way of getting things done these days.

And management is the specific tool, the specific function, the specific instrument, to make institutions capable of producing results (on the outside).

The institution, in short, does not simply exist within and react to society.

It exists to produce results on and in society.

… snip, snip …

Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results—whether inside or outside, whether under the institution’s control or totally beyond it.

 

Management’s New Paradigm (PDF from Forbes)

Edited versions are also contained in

Management, Revised Edition and

Management Challenges for the 21st Century.

Table form for action identification

HTML list

 

 

Management brainscape

Reality Check

Send a capable employee and auditor to the library. The capable employee is to select thirty company names completely at random from a list of prominent companies from 1980. The auditor’s role is to make sure that no judgement is used in the selection — no familiar names, just random.

Another employee is assigned the task of finding an information resource that can be used to explore the histories of the selected companies.

A group of several employees could be tasked with developing some simple summary statements that can be applied to each company: name no longer exists; all traces of the company are gone; merged and disappeared; still hanging in but barely hanging on; erratic record of growth; uninterrupted record of growth (low, medium, high)

A group of employees rates the selected companies using the information resource.

The results could be leaked through the grape vine.

Examples

Toward new organizations

From Computer Literacy to Information Literacy

Google News Search for “HP CEO”

Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change

Toyota Production System (Beyond Large-Scale Production)

Connections

Mental patterns

Organization evolution © ℠ concept map

Linear view of organization evolution © ℠

Evolving organization structures

Patterns of development

Organization evolution © ℠ :: Concept Introduction

Organization evolution © ℠ :: Work approach

#tgd

“The greatest danger

in times of turbulence

is not turbulence;

it is to act

with yesterday’s logic”.

— Peter Drucker

The shift from manual workers
who do as they are being told —
either by the task or by the boss —

TO knowledge workers

who have to

manage themselves ↓

profoundly challenges social structure …

“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …



“It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …



… “Managing Oneself is based on the very opposite realities:


Workers are likely to outlive organizations
(and therefore, employers can’t be depended on for designing your life),

and the knowledge worker has mobility.” ← in a context

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

What’s the next effective action on the road ahead

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise.

A site exploration: The memo THEY don't want you to see

What needs doing?

#z98 Copyright 1985 through 2025 © All rights reserved | bobembry bobembryusa bobembry.usa | bob embry robert embry | “BrainroadS toward TomorrowS” | “time life navigation” ^© #TimeLifeNavigation | “life TIME investment system” ^© #LifeTimeInvestmentSystem | “career evolution” ^© #CareerEvolution | “work-life horizons” ^© | “work-life evolution” ^© | “financial investing” ^© | “life design” ^© #LifeDesign | “organization evolution” ^© | #OrganizationEvolution | “brainroads toward tomorrows” ^© | #BrainroadsTowardTomorrows | “foundations for future directed decisions” ^© | #FoundationsForFutureDirectedDecisions | #rlaexpdotcom ^© | rlaexpdotcom ^©

#rlaexp.com = rla + exp = real life adventures + exploration or explored

exploration leads to explored

Examples ↑ can be found through web searches, Wikipedia,
Pinterest and the daily news

Knowledge Worker tools on Pinterest

Some ecological and time awareness ↓ → Ken Burns films

Larger view thinking canvas

The Über Mentor

The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy

A Year with Peter Drucker:
52 Weeks of Coaching
for Leadership Effectiveness

Larger view thinking canvas

#mlp ↓ #z99

My launching pad

(fully responsible officer,
knowledge-worker, professional contributor
and executive)

Discontinued Operations

Worldview